Training & Skills

Induction Processes

Induction processes are not just for big business. There are two sides to the induction story: the employer's and the employee's.

The value of an induction process

For the employer, the induction is a chance to set the tone, define the boundaries and get the employee to hit the ground running. It covers procedures and working practices, attitudes, approach, key messages, discipline, sickness, contracts, leave, pay, supervision, assessment, health and safety and welfare.

For employees, it takes away the uncertainty about what is expected and how to behave. The first day (or week) of a new job can be very hard: you don't know where anything is, you don't know how formal or relaxed the atmosphere is, you aren't sure what's expected of you, you don't know anyone. You want to please and make a good impression, but you can feel like a fish out of water. An induction process deals with all this and gives structure to an employee's first day.

What makes a good induction process?

A good process is a combination of a physical tour and an information pack. Both have three key aims:

1. to share the culture and set the standards and approach
2. to familiarise with the building, work, procedures and welfare facilities (eg toilets, break areas, cloakrooms etc)
3. to put the new member of staff at ease and help them fit into the 'atmosphere'

The tour

In an ideal world, the tour should be conducted by the owner, manager or other key member of staff. Sparing the time shows you value the new employee and helps to make sure the right impressions are coming 'from the top'. It helps to conduct the tour logically:

• start with where the employee comes into the building (which entrance, any locks, number codes etc)
• where to put coats and belongings
• where the toilets are
• where they should report
• the work areas including any procedures in these areas (eg protective clothing should be worn, customers could be encountered etc)
• dress code
• approach
• disciplinary matters (what the rules are, what is gross misconduct)
• sickness (when to ring in, when a doctor's note is required)
• leave (how to book holiday/time off etc, what to do for dentist and doctor's appointments etc)
• pay (when an employee is paid, how much, any deductions, pensions, when pay may get raised, what the process is etc)
• staff development - (how they get appraised, trained etc)
• where the rest/break areas are
• where an employee can keep food for lunch etc
• where the tea/coffee/water facilities are and what the procedures are (is there a cost, is it free, do they need their own mug, how the area is cleared up etc)
• introductions - key staff members plus the team members the employee will be working with
• contract - a verbal run through of the contract
• health and safety - a basic run through of the main health and safety aspects of your business, who to approach for more information and what the employee's responsibilities are

The Written Pack

All of the above information should be documented in the pack, plus:

• a copy of the mission statement, if you have one
• business background and history
• and a copy of the contract

Make two copies, both of which the employee takes and one of which they return, signed, within an agreed time period - say 7 - 14 days. This isn't just a formality. The induction pack forms a handbook that the employee can look back on whenever they need to. There is too much to take in over the first few days and the induction pack gives them a chance to refresh their memory whenever they need to.

Timing

Whilst the induction process should certainly start on day one, it doesn't all have to take place on the first day. Depending on the nature and complexity of your business, and the employee's role, the induction process could be spread over several days or even weeks, though the written pack should be given on the first day.